2023-11-06T13:05:11-06:00 2022-12-31 910189318 Moss Adams LLP 3121 W March Ln Ste 200 Stockton CA 952192367 990 2022-01-01 680108919 Willits Hospital Inc WILL 9164060000 1 Marcela Drive Willits CA 954905769 Jeffrey Mock Treasurer 9164060000 2023-11-06 1 Jeffrey Mock 999009999 1 Tracy S Paglia P00366884 2099556100 2023-11-06 2 AAL1 IAL1 2022 2023-04-26 12:10:37Z Adventist Health Howard Memorial Judson Howe 1 Marcela Drive Willits CA 954905769 92378345 0 1071 X www.adventisthealth.org/howard-memorial/ X 1986 CA Living God's love by inspiring health, wholeness and hope. 13 11 399 30 0 0 613261 918685 93326126 87493806 2458823 3965854 0 0 96398210 92378345 175607 97433 0 0 33761385 36632870 0 0 0 51771569 52848599 85708561 89578902 10689649 2799443 142165098 123933006 62204368 50834882 79960730 73098124 X Living God's love by inspiring health, wholeness and hope. 0 0 72226856 97433 87493806 See Schedule O 72226856 1 1 0 1 0 0 0 0 0 1 1 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 0 0 399 1 0 0 0 0 0 0 0 0 0 0 0 0 X 13 11 0 0 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 1 1 0 CA X John Beaman CFO 9164060000 1 Adventist Way Roseville CA 95661 X Wing Bill Dir/Asst Secr/Vice Chair thru 01/22 0.00 50.00 X X 0 2511347 56319 Heinrich Kerry Dir/Chair/CEO as of 01/22 0.00 50.00 X X 0 2131443 75065 Hofheins Todd Dir/Vice Chair/COO as of 01/22 0.00 50.00 X X 0 1971652 72279 Jahn Andrew Care Division President thru 02/22 0.00 50.00 X 0 1409539 74100 Beaman John CFO/Asst Secretary as of 01/22 0.00 50.00 X 0 1361096 58476 Nahapetian Arby - Care Division Medical Officer thru 02/22 0.00 50.00 X 0 1334111 68537 Stevens Eric - President Northern CA/HI State Network 5.00 45.00 X 0 1315314 62845 Spenst Brett - Care Division Finance Officer thru 02/22 0.00 50.00 X 0 1322824 36101 Charpentier Paul Physician 40.00 0.00 X 1287311 0 50984 Reiner Scott Former Dir/Chair/CEO thru 12/21 0.00 0.00 X 0 1222073 36652 Wells Jason Former President thru 12/20 0.00 50.00 X 0 1134428 66620 Jobe Meredith Secretary 0.00 50.00 X 0 930036 39184 Byrnes John - Former Medical Officer, NCR thru 02/20 0.00 50.00 X 0 841204 65864 Howe Judson - President AHHM/President, North Coast Network 8.30 41.70 X 0 782335 54114 Parker Bessant Area Medical Officer thru 03/22 15.00 35.00 X 0 577188 71503 Tetz Warren Treasurer/Asst Secr thru 12/22 12.50 37.50 X 0 565355 37880 Givens Linda Patient Care Executive/Administrator 50.00 0.00 X 0 412758 55812 Eller Jeff Former President, NCR thru 07/21 0.00 9.00 X 0 352684 52686 Lonto Robert Former Reg HP Dir, NCR thru 02/20 0.00 50.00 X 0 270421 82148 Kohler Amy RN, House Supervisor 40.00 0.00 X 279872 0 42746 Hanzlik Colin RN 40.00 0.00 X 255290 0 53204 Niderost Gregory Certified RN Anesthetist 40.00 0.00 X 247798 0 59218 Radell Raymond Certified RN Anesthetist 40.00 0.00 X 261472 0 32033 Freedman John Director 0.00 4.00 X 0 26858 0 Woodson Marc Director 0.00 4.00 X 0 26728 0 Banks David Director 0.00 4.00 X 0 26478 0 Cherry Robert Director 0.00 4.00 X 0 26478 0 Davis Andrew Director 0.00 4.00 X 0 26478 0 Innocent Larry Director 0.00 4.00 X 0 26478 0 Reiner Richard Director 0.00 4.00 X 0 26478 0 Newton Bradford Director 0.00 4.00 X 0 25180 0 Salazar Velino Director 0.00 4.00 X 0 21478 0 Fehr Joy Director 0.00 4.00 X 0 430 0 Ocampo Lucy Director 0.00 4.00 X 0 430 0 2331743 20679302 1304370 110 1 1 1 Pacific Redwood Medical Services Inc 242 Hospital Dr Ste B Ukiah CA 95482 Medical services 2442736 Aya Healthcare Inc 5930 Cornerstone Ct W San Diego CA 92121 Contract labor services 1945060 RMG Medical Imaging Consultants PO Box 86348 Los Angeles CA 90086 Medical services 1041654 Management Health Systems LLC 1580 Sawgrass Corporate Pkwy Ste 2 Sunrise FL 33323 Contract labor services 545893 Anesthesia Services LLC 617 Park Blvd Ukiah CA 94582 Medical services 533011 22 168481 750204 918685 Patient service revenue 621110 82717445 82717445 Premium revenue 621110 3346751 3346751 Revenue/subsidy from related orgs 621400 409094 409094 340B Pharmacy revenue 456110 372363 372363 Dietary/cafeteria revenue 722514 253428 253428 394725 394725 87493806 3965854 3965854 92378345 87493806 0 3965854 X 97433 97433 29372849 25898005 3474844 995092 883396 111696 4318776 3842426 476350 1946153 1790053 156100 9463039 9463039 220593 220593 120 120 14835 14835 18080760 17693700 387060 7388 7388 403362 298255 105107 2907531 584199 2323332 2685371 2636741 48630 101156 46507 54649 18407 15813 2594 919535 919535 4135240 4127899 7341 622746 622746 Patient care supplies 12419266 12401419 17847 Rental/leases costs equ 191374 191374 Quality assurance Fees 60526 60526 Income taxes 411 411 596939 101583 495356 89578902 72226856 17352046 0 2797 2960 68623116 50831699 113998 159379 11972417 12847228 1205754 1137864 0 68019 85011845 44038708 54788987 40973137 5458029 17912720 142165098 123933006 9110440 7061753 203819 0 52890109 43773129 62204368 50834882 X 79440620 72549574 520110 548550 79960730 73098124 142165098 123933006 X 2799443 -4733049 -4929000 0 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 14835 14835 0 Part II-B, Line 1: The Hospital belongs to industry and professional associations for which a portion of the membership dues is used for lobbying activities. Expenditures to NL Short Public Affairs were paid for the purpose of working with legislators and government officials relating to legislation affecting hospitals and healthcare. 520110 750204 -1374 720390 548550 504186 713261 1706 699043 520110 497890 134937 128641 504186 457504 371562 303063 28113 497890 444982 21103 8581 457504 0.00000 0.00000 1.00000 1 0 60674226 24327092 36347134 22494256 18539238 3955018 1843363 1172378 670985 40973137 Right-of-use assets 9936772 Receivables from third-party payors 6328261 Receivables from related organizations 1492231 Other receivables 155456 17912720 Payables to related organizations 32818101 Lease liabilities 8794760 Payables to third-party payors 2160268 43773129 X Part V, Line 4: Board-designated, temporary and permanently restricted endowment funds are for specified operating and capital projects. The funds are released as project costs are expended. Part X, Line 2: The principal operations of the System are exempt from taxation pursuant to Internal Revenue Code Section 501(c)(3) and related state provisions. The System recognizes tax benefits from any uncertain tax positions only if it is more-likely-than-not the tax position will be sustained, based solely on its technical merits, with the taxing authority having full knowledge of all relevant information. The System records a liability for unrecognized tax benefits from uncertain tax positions as discrete tax adjustments in the first interim period the more-likely-than-not threshold is not met. The System recognizes deferred tax assets and liabilities for temporary differences between the financial reporting basis and the tax basis of its assets and liabilities, along with net operating loss and tax credit carryovers only for tax positions that meet the more-likely-than-not recognition criteria. At December 31, 2022 and 2021, no such assets or liabilities were recorded. The System currently files Form 990 (informational return of organizations exempt from income taxes) and Form 990-T (business income tax return for an exempt organization) in the U.S. federal jurisdiction and the state of California. The System is not subject to income tax examinations prior to 2019 in major tax jurisdictions. 1 1 X 1 X 1 X 1 1 1 0 1 1 608762 608762 0.00680 23233115 17916212 5316903 0.05940 23841877 17916212 5925665 0.06620 132277 132277 0.00150 86917 86917 0.00100 6956669 4534807 2421862 0.02700 35550 35550 0.00040 7211413 4534807 2676606 0.02990 31053290 22451019 8602271 0.09610 505315 505315 0.00560 15608 15608 0.00020 520923 520923 0.00580 1 1140029 344932 36216718 35436858 779860 X 1 1 1 1 Willits Hospital Inc dba Adventist Health Howard Memorial 1 Marcela Dr Willits CA 95490 www.adventisthealth.org/howard-memoria 110000013 X X X X Willits Hospital Inc dba Adventist Hea 1 0 0 1 X X X X X X X X X 22 1 1 1 1 X See Sch H Part VI - Needs Assessment X See Sch H Part VI - Needs Assessment X 1 22 1 See Sch H Part VI - Needs Assessment 0 1 X 200.000000000000 400.000000000000 X X X X X 1 1 X X X X 1 X Sch H Part VI-Patient Educ X Sch H Part VI-Patient Educ X Sch H Part VI-Patient Educ X X X X X X 1 X 0 X X X X 1 X 0 0 Willits Hospital, Inc. dba Adventist Health Howard Part V, Section B, Line 5: The 2022 Community Health Needs Assessment was developed using four separate sources of primary and secondary data. This mixed methods approach is considered a preferred practice for needs assessments because it allows for the greatest understanding of community needs from the broadest range of perspectives. Primary data refers to data collected and analyzed specifically for this project, while secondary data refers to data compiled and analyzed by external groups and utilized here. Qualitative primary data collection involved focus group interviews with local service providers and service recipients and individual key informant interviews with local leaders. These were conducted in-person and virtually. Direct quotes were taken from a transcription of key informant interviews and are intended to be 100% accurate but could not be verified in all situations. This information was collected by the Adventist Health Community Well-Being team and evaluation consultants from the Center for Behavioral Health Integration. Secondary data was amassed and analyzed across 45 different data sets by the University of Missouri Extension Center for Applied Research and Engagement Systems (CARES). Finally, survey data sets of registered voters in the community were collected and analyzed by UC Berkeley Institute of Governmental Studies (IGS). In total, nine focus groups were conducted with 40 participants, and seven key informant interviews were held. Survey data was gathered from the North Coast region (region name defined by survey administrator, UC Berkeley IGS).The CHNA Steering Committee identified vulnerable populations and worked with local organizations to coordinate focus groups and key informant interviews to ensure that minority populations - the voices of those withchronic disease, low incomes and the underserved - were heard. In total, nine focus groups were conducted with 40 participants, and seven key informant interviews were held. Civic government & leadership, community-based organizations focusing on early education, education, low-income, medically underserved, minority populations, older adults, provider, substance use, students, workforce representatives, and unhoused populations were represented in the primary data collection. Willits Hospital, Inc. dba Adventist Health Howard Part V, Section B, Line 6a: Adventist Health Howard Memorial (AHHM) partnered with Adventist Health Ukiah Valley (AHUV) and Adventist Mendocino Coast (AHMC) to produce the 2022 CHNA. Willits Hospital, Inc. dba Adventist Health Howard Part V, Section B, Line 6b: Adventist Health Howard Memorial collaborated with Building Bridges, Head Start, Housing Action Team, Mendocino Area Parks Association, Mendocino County Department of Public Health, Mendocino County Office of Education, Mendocino County Probation Department, Mendocino County Farm Bureau, Mendonoma Health Alliance, Rural Communities Housing Development Corporation, and Willits Senior Center. Willits Hospital, Inc. dba Adventist Health Howard Part V, Section B, Line 11: The COVID-19 global pandemic has caused extraordinary challenges for Adventist Health hospitals and health care systems across the world including keeping front line workers safe, shortages of protective equipment, limited ICU bed space and developing testing protocols. They have also focused on helping patients and families deal with the isolation needed to stop the spread of the virus, and more recently vaccine roll out efforts. Adventist Health, like other health care systems, had to pivot its focus to meet the most urgent healthcare needs of its community during the pandemic, as well as reassess the ability to continue with some community health strategies due public health guidelines for social distancing. Adjustments have been made to continue community health improvement efforts as possible, while ensuring the health and safety of those participating. Tax year 2022 was year three of the Implementation Strategy for the 2019 CHNA. All programs and activities provided to the community were in response to the priority health needs identified in the 2019 CHNA. Our 2019 CHNA identified three areas of significant need: Mental Health, Substance Abuse, and Workforce Development. Priority Need 1 - Mental Health - The goal is to build community partnerships to address critical mental health needs.Strategy - Collaborate with partners to build the system of care for mental health. Activity 1 - Build the Mendocino County Trauma Informed Network of CareAHHM worked with partners on the development of a proposal to build a Trauma Informed Network of Care. This work was merged with the Childhood Trauma Action Team, which was later changed to the Adverse Childhood Experiences (ACEs) Community Resilience Team. During 2021, the group joined PACEs Connection Cooperative of Communities. Initial mapping of existing community resources and internal stakeholders was completed. Stakeholders were surveyed on identified needs and understanding around ACEs and trauma-informed care resources. Through surveys, it was identified that internal Adventist Health Registered Nurses and medical staff requested primary training in ACEs and trauma-informed care. In response, Adventist Health worked internally to provide targeted ACEs training to Pediatrics, the Family Practice Residents, COMPASS Street Medicine, and the SUN/Bridge team. Resiliency Training was included for these departments through DoveTail Learning. To extend Adventist Health internal training, all AH staff were provided with training access through the Adventist Health Healthstream education system. To integrate compassionate, whole-person care delivery, all Adventist Health Primary Care offices were embedded with a Behavioral Health Provider and Community Health Worker (CHW). These staff were trained in ACEs and trauma-informed care, working closely with the primary care provider to support and advocate for the patient's behavioral health and Social Determinants of Health needs. Initial patient intakes with CHWs include an ACEs screen and referral process to Behavioral Health, Substance Use Disorder Treatment, and community resources. In addition to Primary Care offices, an initial pilot for ACEs screenings was initiated with Adventist Health Pediatric services. Pediatric services continue to assess and evaluate the ACEs screening process.In 2022, the Adventist Health Compass Street medicine team engaged diverse community partners in free trainings on advance care planning with marginalized populations. Collaboration partners engaged include Anchor Health, Whole Person Care, Mendocino Community Health Center/Primary Care, Mendocino Community Health/Ryan White Project, Consolidated Tribal Health Project, local homeless resources including the building bridges shelter, Mendocino County Special Projects team and Mendocino County Adult Protective Services and In-Home Support Services. Adventist Health continues with community collaborative meetings to promote county-wide education on trauma-informed practice, cultural awareness, and the reduction of stigma with the following entities: Mendocino County Homelessness Continuum of Care, Safe Rx Mendocino, ACEs Community Resilience Team, Healthy Mendocino Leadership Team, Healthy Mendocino Round Table, COVID-19 Work Group, Community Health Worker Coalition, and Native Crisis Intervention Team.Priority Need 2 - Substance Abuse - The goal is to provide support in a community with high substance abuse. Strategy - Participating in county collaborative for substance use treatment and expanding SUD case management. Activity 1 - Participate in monthly Safe Rx Mendocino Coalition meetings to design a plan to reduce substance abuse in Mendocino County.In 2022, AHHM continued the CA Bridge model of care for addiction treatment. The Substance Use Navigator (SUN) provides brief screening and intervention for people with substance use and behavioral health needs in the emergency department, inpatient setting and community members in need. The SUN team supported 1,620 people, enrolled 510 into MAT treatment, referred 215 patients to behavioral health services, and sent 710 to residential treatment. AHMC, AHHM, and AHUV hospitals applied for the Naloxone Distribution Project through DHCS and successfully onboarded the program in their Emergency Department, providing patients and community members with free Naloxone as part of an overdose prevention strategy. Ukiah Recovery Center (inpatient residential treatment) partnered with Adventist Health to provide bed priority for patients screened by the SUN navigator and those pending discharge from the hospital. SUN navigators participate in Mendocino County Jail discharge planning meeting weekly for re-entry MAT and residential treatment services. Adventist Health participated in the Fentanyl Awareness Day hosted by County of Mendocino as one of the first of several awareness events for the community.Priority Need 3 - Workforce Development - The goal is to create educational pathways for entry into health care environments. Strategy - Work with Mendocino College to support the Registered Nurse (RN) program. Activity 1 - Support the RN program at Mendocino CollegeMendocino College graduated a total of 20 nurses in 2022. AHHM, AHMC, and AHUV partnered with the following agencies to educate, train and hire local talent to be used at our hospitals throughout the county: Mendocino College, Dominican University, and Ukiah Adult School and Golden Gate College. AHHM, AHMC, and AHUV were used for clinical rotations. Additional activities: Adventist Health also launched two types of health scholar programs in conjunction with education partner COPE Health Solutions. The Health Scholars program enrolls adult scholars, allowing them to gain first-hand experience in both clinical and administrative settings. Additionally, they learn about basic care for patients alongside nurses, physicians, and other members of the care delivery team. Planning for a second program, Jr. Health Scholars has begun with local high schools. Both programs have an option of three- or nine-month tracks. Eight students were hired into roles at Adventist Health in 2022.Priority needs not addressed:No hospital can address all the health needs identified in its community. AHHM is committed to serving the community by adhering to its mission, and using its skills, expertise and resources to provide a range of community benefit programs. Areas of significant health needs that will not be directly address at this time include domestic abuse due to insufficient funding and staff time to address the need, and housing & homelessness as this need will be addressed by other community organizations. Willits Hospital, Inc. dba Adventist Health Howard Part V, Section B, Line 13h: Patients who do not meet the income criteria, may be eligible for financial assistance based on essential living expenses and resources. The following two (2) qualifications must both apply:1. Essential living expenses: Exceed fifty percent (50%) of the household income; and2. Resources: The patient's excess medical expenses (the amount that allowable medical expenses are greater than 50% of annual household income) must be greater than available qualifying assets. 3 1 - Adventist Health Howard Memorial - RHC 3 Marcela Drive Suite C Willits CA 95490 RHC 2 - Adventist Health Howard Memorial - OP 3 Marcela Drive Suite D Willits CA 95490 O/P Physical Therapy 3 - Adventist Health Howard Memorial - Retai 3 Marcela Drive Suite B Willits CA 95490 Retail Pharmacy Part I, Line 7: The costs were determined by using a cost-to-charge ratio. The cost-to-charge computation is based on hospital specific data included in the system-wide combined audited financial statements. The formula used for computation equals financial statement data as follows:Total expenses - (Provision for bad debts + Other revenue + Interest income)/Gross patient chargesThe Hospital is located in a medically underserved area and participates in a quality assurance fee program with the State of California to fund certain Medi-Cal coverage expansions. The state redistributes funds to hospitals that provide patient care to a higher proportion of indigent and medically underprivileged patients, who otherwise would most likely not have access to physicians and other medical services. The community benefit analysis includes receipts from this redistribution that are used to assist in partially offsetting the significant costs associated with providing patient care to this population group. The program may or may not continue in the future based on the State of California's regulations and policies and the approval of the federal government. Part II, Community Building Activities: The Hospital is involved in numerous community building activities which promote the health of the community. Overwhelmingly, we see diseases of despair including suicide, substance abuse, mental health and chronic illnesses plaguing the communities in which we have a significant presence in. These community concerns are addressed through health improvement, education, poverty, workforce development and access to care. This is why we have focused our work around addressing behavior and the systems keeping the most vulnerable people in cycles of poverty and high utilization. In an effort to heal these communities, we have strategically invested in our communities by partnering with national leaders in community well-being. We believe the power of community transformation lies in the hands of the community. Our solution for transformation is to create a sustainable model of well-being that measurably impacts the well-being of people, well-being of place and equity. In 2020, Adventist Health acquired Blue Zones as the first step toward reaching our solution. By partnering with Blue Zones, we will be able to gain ground in shifting the balance from healthcare treating people once they are ill to transformative well-being changing the way communities live, work and play. In 2021, Adventist Health committed to launching six Blue Zone Projects within our community footprint, and as we entered 2022, these projects are active. Blue Zones widens our impact from only reaching our hospitals' communities in four states to a global mission practice. We also encourage our employees to serve on community collaboration boards, health advocacy programs, and physical improvement projects to promote the health of the communities we serve. In addition, we work with neighborhood programs, including schools, work sites and safety net providers to promote health and wellness and prevent disease. These activities are not included elsewhere on Schedule H. Part III, Line 2: Uncollected patient accounts are analyzed using written patient financial services policies that apply standard procedures for all patient accounts. The result of the analysis is what is recognized as bad debt expense. For example, all self-pay patients receive a discount. If the discounted account is unpaid after collection efforts, the unpaid balance is classified as bad debt. The cost-to-charge ratio described for Part I, Line 7 is multiplied times the Hospital's bad debt expense. The resulting figure has been reported as bad debts at cost on Part III, Line 2. Part III, Line 3: The portion of the bad debts attributed to charity care as reported on Part III, Line 3 was calculated by an independent third-party consulting firm. This is an estimate of additional charity care that would have been granted if patients had cooperated by furnishing family financial information. A statistically valid sampling of patient accounts written-off was evaluated. The evaluation used various factors to determine which patients would have been eligible for charity care. Had the Hospital obtained sufficient information from all patients who qualified for financial assistance, these additional accounts would have been recorded as charity care instead of bad debt. Part III, Line 4: The system-wide audited combined financial statements do not contain a footnote describing bad debt expense. Part III, Line 8: The Medicare Cost Report apportions the Hospital's costs on the basis of inpatient days and ancillary and outpatient charges to establish the costing methodology. Healthcare delivery by hospitals is a complex, highly regulated business in the United States. Healthcare unit cost inflation is driven by compliance with ever expanding regulatory requirements, shortages of highly skilled labor and involving medical and information technology. The health care "market basket" is unrelated to that of the average individual consumer. Medicare annual payment updates have fallen behind actual healthcare cost inflation to the point that Medicare payments to many U.S. hospitals are well below the cost of providing care. These unreimbursed costs are a community benefit for seniors and others in the community as these individuals are continuing to receive care without which many would become dependent on other governmental resources such as Medicaid. The benefit to the community for healthier Medicare recipients is no different than those benefits the community realizes for uninsured and underinsured patients who are eligible for partial and full charity care. Medicare is a safety net for seniors and others. Without Medicare coverage, many individuals would undoubtedly qualify for charity care. In addition to the mismatch between Medicare payment increases and healthcare cost inflation, the highly complex Medicare payment systems and formulas produce disparate payment levels from one hospital to another for the same service. These disparate payment levels create disparate results within groups of hospitals. For further information, please refer to Schedule H, Part III, Section B. Part III, Line 9b: When a patient has requested screening for charity care, the Hospital must immediately cease collection activity and place the account in a charity pending status. If 100% charity is approved, the entire account balance is written off to charity care. If the patient has a sliding scale liability based on the federal poverty guidelines, they are billed only for that liability. If the patient fails to pay their after-charity liability, they are assigned to a collection agency with an identifier that indicates to the agency that the patient is "low income and the following criteria must be followed by the agency:1. They may not report the patient to a credit bureau2. They may not file a lawsuit to recover the outstanding liability3. They may not charge interest Part VI, Line 2: The Hospital's 2022 Community Health Needs Assessment (CHNA), the 2023 Community Health Implementation Strategy (CHIS) approved in fiscal year 2023, and the 2022 Community Health Plan (CHP) updated for fiscal year 2022 are posted on the Hospital's website at: https://www.adventisthealth.org/howard-memorial/about-us/community-benefit/The two most recent CHNAs, the two most recent CHIS reports and the 2020, 2021 and 2022 CHP Updates are also available on the Adventist Health Corporate website at:https://www.adventisthealth.org/about-us/community-benefit/. The CHNA includes both the activity and product of identifying and prioritizing a community's health needs, accomplished through the collection and development of a community health plan. The second component of the CHNA, the community health plan, includes strategies and plans to address prioritized needs, with the goal of contributing to improvements in the community's health. Qualitative and quantitative data sources were used in conducting the CHNA. To accomplish the many important systemic goals that are underway in our community, our hospitals support local partners to augment our own efforts, and to promote a healthier community. Partnership is not used as a legal term, but a description of the relationships of connectivity that are necessary to collectively improve the health of the regions we serve. One of our objectives is to partner with other nonprofit and faith-based organizations that share our values and priorities to improve the health status and quality of life of the community we serve. This is an intentional effort to avoid duplication and leverage the successful work already in existence in the community.In addition to the CHNA, our Hospital engages in a process of continuous quality improvement, focusing on questions such as: are our interventions making a difference in improving health outcomes; are we providing the appropriate resources in the appropriate locations; and how are we using technology to track our health improvements and provide relevant feedback at the local level. Building a healthy community requires multiple stakeholders working together with a common purpose. With that in mind, our hospital leadership serves on a variety of community boards and committees focused on addressing community-specific needs, allowing for ongoing responsiveness to the health care needs of the community, and collaboration with local agencies and organizations, enabling maximum effectiveness through collective impact. Part VI, Line 3: The plain language summary of the Financial Assistance Policy (FAP) is posted along with the complete FAP policy and FAP Application on the Hospital's website at AH_Financial_Assistance_Policy_2022.pdf (adventisthealth.org):1. https://www.adventisthealth.org/patient-resources/bill-pay/financial-assistance/ 2. https://www.adventisthealth.org/documents/financial-assistance/13863-Self-Pay-Billing-and-Collection-Policy.pdfThese documents are available in multiple languages.At the time of registration, patients who are uninsured and underinsured are provided information about government healthcare programs. Patients are also orally informed of their right to request charity assistance. Signs are displayed in the patient business office, patient registration areas and the emergency room in multiple languages informing patients of this right as well. The Hospital also provides a brochure during the registration process that explains the hospital billing and collection procedures, and how to request financial assistance. In addition, every billing statement sent to patients contains information on how to request financial assistance. Part VI, Line 4: From spectacular ocean views, redwood forests, and picturesque towns, the CHNA service area is a breathtaking community with a total population of 116,095. Throughout the County people enjoy activities such as the Mendocino Art Center, Theatre Company, and music and film festivals. The median household income is $56,401. The largest segment of the population (37.2%) is made up of residents aged over age 55. The community is known as a location focused on the well-being of its residents with support in the built environment, grocery stores and access to care while also implementing a Blue Zones Project. Among this population, 59.95% of an individual's income is spent on housing and transportation, while 20.66% of children live in poverty and 6.67% of students are unhoused, compared to the state average of 4.25% and national average of 2.77%. 15.9% of the population smoke tobacco, which is a higher rate than in California (11.5%). The teen birth rate is 21.4 per 1,000 females, which is greater than the state's teen birth rate of 15.6 and the national rate of 19.3. The percentage of infants with low birth weight is significantly greater, with Mendocino's rate at 15.1% compared to the state at 6.9%. The Adventist Health Howard Memorial, Mendocino Coast and Ukiah Valley CHNA market has a total population of 116,095 (based on the 2020 Decennial Census). The largest city in the service area is Ukiah, with a population of 16,075. The service area is comprised of the following zip codes: 95415, 95463, 95410, 95445, 95460, 95428, 95488, 95449, 95437, 95425, 95453, 95589, 95427, 95456, 95469, 95459, 95468, 95432, 95490, 95429, 95417, 95482, 95587, 95466, 95470, 95494, 95420, 95454, 95585. 62.33% of the population owns their home and 37.67% of the population rent their home. Total Population by age groups: Age 0-4: 5.8%, Age 5-17:14.9%, Age 18-24: 7.4%, Age 25-34: 11.1%, Age 35-44: 11.7%, Age 45-54: 11.9%, Age 55-64: 14.6%, Age 65+: 22.6%. Part VI, Line 5: Our Hospital's mission is, "Living God's love by inspiring health, wholeness and hope." Our community benefit work is rooted deep within our mission and merely an extension of our mission and service. We have also incorporated our community benefit work to be an integral component of improving the "Triple Aim." The "Triple Aim" concept broadly known and accepted within health care includes:1. Improve the experience of care for our residents.2. Improve the health of populations.3. Reduce the per capita costs of health care.Our strategic investments in our community are focused on a more planned, proactive approach to community health. The basic issue of good stewardship is making optimal use of limited charitable funds. Defaulting to charity care in our emergency rooms for the most vulnerable is not consistent with our mission. An upstream and more proactive and strategic allocation of resources enables us to help low income populations avoid preventable pain and suffering; in turn allowing the reallocation of funds to serve an increasing number of people experiencing health disparities.Hospitals and health systems are facing continuous challenges during this historic shift in our health system. Given today's state of health, where cost and heartache is soaring, now more than ever, we believe we can do something to change this. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders.As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy.Population health is not just the overall health of a population, but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively healthy - even though a minority of the population is much less healthy. Ideally such differences would be eliminated or at least substantially reduced.Community health can serve as a strategic platform to improve the health outcomes of a defined group of people, concentrating on three correlated stages:1. The distribution of specific health statuses and outcomes within a population;2. Factors that cause the present outcomes distribution; and3. Interventions that may modify the factors to improve health outcomes.Improving population health requires effective initiatives to:1. Increase the prevalence of evidence-based preventive health services and preventive health behaviors,2. Improve care quality and patient safety, and3. Advance care coordination across the health care continuum.We will work together with our community to ensure the community health improvements are identified and then targeted for programs to influence behaviors to obtain improved health within the whole community. Part VI, Line 6: The Hospital is a member of Adventist Health, a health care system which provides healthcare services in diverse markets within the Western United States. A member hospital may share some services with other member hospitals in its geographic area, such as clinical, management and support services. Using today's technology, hospitals outside the geographic area are able to provide support through remote services such as telepharmacy and robotics surgery. The Corporate Office provides important shared administrative support for member hospitals' rural health clinics and home care agencies, quality of care, other clinical needs, financing and risk management, and shared clinical and financial information technology. As many experienced and new physicians search for alternatives to independent practice, there is also corporate administrative support for hospital affiliated medical groups that engage physicians through employment or other contracts. This provides stability and growth of qualified physicians across many specialties, which is very important to make healthcare services available and to maintain and improve health within the communities served by all member hospitals. Part VI, Line 7, Reports Filed With States CA Part VI: Other Information: AHHM, AHMC, and AHUV are sponsors of Blue Zones. From May through December 2021, the Blue Zones Project team assessed Mendocino County's readiness to undertake the community well-being transformation initiative where the healthy option becomes the easy option through permanent changes in environment, policy, and social networks. The Blue Zones Project (BZP) team conducted a comprehensive analysis of the current state of well-being and met with local leaders and stakeholders across all sectors to learn about the strengths, challenges, and opportunities for improving well-being in Mendocino County. The team's findings are summarized in the Blue Zones Project Discovery Report. The findings in that report were coupled with expert-led discovery meetings in the policy areas of built environment, tobacco, and food policy to inform the Blueprint for Blue Zones Project implementation in Mendocino County. Here is a summary of progress outcomes for 2022. The local BZP team coordinated three Kick-off Events in 2022 to spread awareness throughout the County. 2,335 unique individuals 15 years or older participated in the following Blue Zones Project activities:-Blue Zones Story Speech: 2,818-Walking Moais: 57-Purpose Workshops: 223-Cooking Demos/Classes: 198-Volunteers: 329-Sharecare Digital Platform: 47In 2022, 36% of people engaged have participated in multiple Blue Zones Project activities. Schools:Willits Unified School Board authorized the local team to work with the district staff to complete Pledge Packets and begin implementation plans for approval in early 2023. Additionally, the local team has assisted with the reinvigoration of the District's Health Advisory Committee to advance the sector and policy work district wide. Fort Bragg Unified School Board (FBUSD) adopted a Resolution of Support on December 15, 2022. FBUSD is working toward dual sector approval status: Schools and Worksite. Local team is working with Superintendent and Food Services Director to complete Pledge Packets and begin implementation plans for approval in early 2023. Additionally, the local team has assisted with the reinvigoration of the District's Health Advisory Committee to advance the sector and policy work district wide. Local team has been engaged with junior and high school students through the following activities: Ft. Bragg, Ukiah, and Willits Sober Grad events, Mendocino County Youth Big Time, Hopland Band of Pomo Indians (Purpose Workshop and Cooking Demo), Back to School Night - Sanhedrin High School, Willits High School Health Classes, Coast Clean Up - 25 teens volunteered 4 hours, Round Valley High School Indigenous Peoples Day, and City of Ukiah Giving Tuesday where 40 teens volunteered 4 hours.Restaurants:Two restaurants achieved Blue Zones Approval status in year one. BZP engaged restaurant owners in kick-off celebrations was a great way to demonstrate the value of Blue Zones Project approval status. Both restaurants that were approved participated in our Kick-off events, providing them the opportunity to showcase their healthy, delicious foods to a large population of people who had never frequented their establishments as per participant testimonies.Grocery Stores:Harvest Market, in Ft. Bragg, is registered and actively working toward dual sector approval (grocery and worksite) in year two.Worksites:Adventist North Coast Network, the top employer in Mendocino County, is pursuing Blue Zones Certification and are actively engaged in Blue Zones Project activities.Built Environment:City of Ukiah adopted a Climate Emergency Resolution that includes a commitment to Active Transportation principles. City of Ukiah also began work on the Clara Avenue Project/Road Improvement. In addition, the BZP team assisted:1. City of Ukiah for a complete street's technical assistance workshop.2. Mendocino County with a CalTrans District 1 Bicycle and Pedestrian Advisory Committee Charter development and representation on committee.3. City of Ukiah with grant planning and submission for infrastructure projects.4. Submitted grant application for pop-up park along Great Redwood Trail in Ukiah that includes community garden, dog park and mural.5. City of Ft. Bragg with the planning and funding in the amount of $25,000 for Bainbridge Park and Wiggly Giggly Playground Updates.6. City of Willits with submitting grant application for Willits Wayfinding Project.Food:Reinvigoration of Mendocino County Food Policy Council (MCFPC): Including establishing priority strategies, recruitment, and retention policies, approving bylaws, establishing subcommittees and subcommittee procedures, and instating members. Assisted with fundraising in the amount of $30K for Good Farm Fund which supports Farmers Market Match program.Tobacco:County of Mendocino updated their Tobacco Retail License Ordinance to serve as a model for the incorporated cities. Mendocino County Tobacco Prevention Coalition support - visioning and branding technical assistance. 1 Victoria Manor 419 Grove Street Willits CA 95490 833569159 501(c)(3) 0 20000 Board & care for safe discharge of patient Willits Seniors 1501 Baechtel Road Willits CA 95490 942250908 501(c)(3) 0 6000 General support - Meals on Wheels Willits Frontier Days Inc PO Box 800 Willits CA 95490 946103502 501(c)(3) 0 5900 General support - Package "A" Sponsorship CA Health Fund & Trust 1215 K Street Suite 800 Sacramento CA 95814 941498697 501(c)(3) 0 20015 General Support 4 0 Part I, Line 2: Annual assistance is provided with no reporting required by recipient. X X X X 1 1 0 0 0 0 0 0 0 Wing Bill Dir/Asst Secr/Vice Chair thru 01/22 0 263334 0 662638 0 1585375 0 12220 0 44099 0 2567666 0 0 Heinrich Kerry Dir/Chair/CEO as of 01/22 0 1817710 0 76 0 313657 0 12220 0 62845 0 2206508 0 0 Hofheins Todd Dir/Vice Chair/COO as of 01/22 0 1358421 0 376216 0 237015 0 12220 0 60059 0 2043931 0 0 Jahn Andrew Care Division President thru 02/22 0 1047840 0 349414 0 12285 0 12220 0 61880 0 1483639 0 0 Beaman John CFO/Asst Secretary as of 01/22 0 1047636 0 298600 0 14860 0 12220 0 46256 0 1419572 0 0 Nahapetian Arby - Care Division Medical Officer thru 02/22 0 927049 0 234212 0 172850 0 12220 0 56317 0 1402648 0 0 Stevens Eric - President Northern CA/HI State Network 0 896507 0 250602 0 168205 0 12220 0 50625 0 1378159 0 0 Spenst Brett - Care Division Finance Officer thru 02/22 0 817612 0 416845 0 88367 0 12220 0 23881 0 1358925 0 0 Charpentier Paul Physician 1272311 0 15000 0 0 0 12220 0 38764 0 1338295 0 0 0 Reiner Scott Former Dir/Chair/CEO thru 12/21 0 348458 0 870709 0 2906 0 12220 0 24432 0 1258725 0 0 Wells Jason Former President thru 12/20 0 790274 0 219016 0 125138 0 12220 0 54400 0 1201048 0 0 Jobe Meredith Secretary 0 639741 0 154687 0 135608 0 12220 0 26964 0 969220 0 0 Byrnes John - Former Medical Officer, NCR thru 02/20 0 154814 0 187322 0 499068 0 12220 0 53644 0 907068 0 0 Howe Judson - President AHHM/President, North Coast Network 0 523665 0 152359 0 106311 0 12220 0 41894 0 836449 0 0 Parker Bessant Area Medical Officer thru 03/22 0 131533 0 112256 0 333399 0 12220 0 59283 0 648691 0 0 Tetz Warren Treasurer/Asst Secr thru 12/22 0 435029 0 63870 0 66456 0 12220 0 25660 0 603235 0 0 Givens Linda Patient Care Executive/Administrator 0 301372 0 78175 0 33211 0 12220 0 43592 0 468570 0 0 Eller Jeff Former President, NCR thru 07/21 0 0 0 177886 0 174798 0 5337 0 47349 0 405370 0 0 Lonto Robert Former Reg HP Dir, NCR thru 02/20 0 175680 0 73176 0 21565 0 8113 0 74035 0 352569 0 0 Kohler Amy RN, House Supervisor 279522 0 350 0 0 0 8396 0 34350 0 322618 0 0 0 Hanzlik Colin RN 255065 0 225 0 0 0 7659 0 45545 0 308494 0 0 0 Niderost Gregory Certified RN Anesthetist 247579 0 219 0 0 0 7434 0 51784 0 307016 0 0 0 Radell Raymond Certified RN Anesthetist 261247 0 225 0 0 0 7844 0 24189 0 293505 0 0 0 Part I, Lines 4a-b Severance payments are made based upon agreements between certain qualifying employees and Adventist Health System/West. Details of the terms and conditions of the severance agreements are available to the IRS upon request. Byrnes, John - severance payment - $465,750 Parker, Bessant - severance payment - $326,923 Wing, Bill - severance payment - $1,584,880 Select executives agreed to participate in CAP-EX in place of a traditional insurance SERP. See Schedule L, Part V of Adventist Health System/West, for a broader description. Split-Dollar life insurance participants are John Beaman, Jeff Eller, Kerry Heinrich, Todd Hofheins, Andrew Jahn, Scott Reiner, Brett Spenst, and Bill Wing. A flexible benefits plan (CAA) is offered to groups of highly-compensated employees meeting certain criteria. The participants are provided with an of their corporate provided benefits. The balance is set aside for forfeiture and is at risk to the creditors of Adventist Health. Payouts substantial risks of forfeiture have lapsed. The plan was frozen for new amount equivalent to 41 percent of their base compensation, less the value nonvested deferred compensation that is subject to substantial risk of occur according to the participants' payment elections after all non-vested contributions in 2016. Jahn, Andrew - participant, no activity in 2022 Part II: Eller, Jeff, Former President, NCR was paid through an unrelated organization, Jeffrey D. Eller dba Mountaingate Coaching that was reported on Form 1099 and included in Schedule J, Part II. Form 990, Part III, Line 4a: Willits Hospital, Inc., dba Adventist Health Howard Memorial (AHHM), provides quality medical healthcare regardless of race, creed, sex, national origin, handicap, age, or ability to pay. Although reimbursement for services rendered is critical to the operation and stability of AHHM, the organization recognizes that not all individuals possess the ability to pay for essential medical services. Adventist Health's vision is to enhance the health of the communities where we live and serve by engaging our communities and our patients in a new definition of and partnership for personal community health. In keeping with this commitment to serve all members of the community, the following coverage will be considered when individuals who need health care cannot afford to pay: - Free care and/or subsidized care - Care to persons covered by governmental programs at/or below cost - Health/wellness activities and community education programs Not only does AHHM provide low-cost care to individuals covered by government programs, and those unable to afford healthcare, it also helps patients find and access private and governmental resources for healthcare benefits. AHHM recognizes below-cost reimbursement as charity and uncompensated care in meeting its mission to the entire community. The unreimbursed cost of providing care to these patients in 2022 was $5,925,665. The following Inpatient services were provided to all our patients: - 761 surgeries performed - 6,982 patient days The following Outpatient services were provided to all our patients: - 15,005 emergency department visits - 857 outpatient surgeries performed - 32,890 outpatient visits - 18,591 clinic visits AHHM recognizes it has an obligation to provide human services above and beyond its role as a healing facility. Schedule H provides more details on the tangible ways in which the organization is fulfilling its mission. The total unreimbursed cost of these community benefits in 2022 was $2,676,606. Adventist Health's mission statement of living God's love by inspiring health, wholeness and hope is coupled with a vision to transform the health experience of our communities through collaborative programs, community investments and community outreach. We are inspired by the healing ministry, as represented by the life of Jesus Christ, and believe we are called to live out our mission intentionally in the communities we serve. In the small towns, suburbs, and inner cities we serve, we continue our journey to provide quality healthcare until every person made in God's image has experienced the best health today, hope for tomorrow, and God's love that endures forever. Websites for our community benefit information: https://www.adventisthealth.org/about-us/community-benefit/ Form 990, Part VI, Section A, line 6 The Hospital is organized as a religious corporation and operates as a not-for-profit hospital. The sole corporate member is Adventist Health System/West, a California not-for-profit religious corporation. The Hospital operates as an affiliate of Adventist Health System/West. Form 990, Part VI, Section A, line 7a The Hospital's Bylaws define its Board of Directors to be the same individuals who are members of the Adventist Health System/West Board of Directors. Form 990, Part VI, Section A, line 7b The sole corporate member, Adventist Health System/West, must approve all changes to the Articles of Incorporation and Bylaws. Form 990, Part VI, Section B, line 11b This Form 990 including all supporting schedules was prepared by a public accounting firm, reviewed by the Corporate Finance Officer and Market Financial Officer, and shared by electronic communication with the corporation's Board of Directors prior to filing. Form 990, Part VI, Section B, line 12c During the first quarter of each year, the annual conflict of interest questionnaire is sent to board members, hospital corporate officers, key employees and department directors for completion and signature. The questionnaire is accompanied by a letter of explanation to illustrate examples of a conflict and to remind the recipient that if any perceived conflict should arise before the next annual questionnaire, he/she is to notify the market president immediately. The System General Counsel distributes, collects, and reviews for signatures the COIs for all applicable Corporate employees, stakeholders and the board. In addition, the Hospital's administration is responsible for keeping record to ensure all hospital-based individuals with director and above positions have submitted their COIs. The System General Counsel reviews all the disclosures on the board and Corporate employees' COIs. System General Counsel retains the COIs for all individuals. Further inquiries on any potential significant conflicts are made as needed. Conflicts are documented and reviewed with the Board. Form 990, Part VI, Section B, line 15 The Hospital's Board of Directors has established a Human Resources Committee to oversee the executive compensation program. This committee is composed of independent directors with no conflicts of interest. The committee performs the following functions: recommends a total compensation philosophy to the board, assures compliance with the board-approved philosophy, meets annually to review comparability data from outside consultants; recommends any adjustments to current executive compensation, including salary ranges for hospital presidents and finance officers that would be indicated by the data, evaluates executive performance against annual goals, recommends appropriate incentive awards to the board for approval, follows a diligent process that meets regulatory requirements for a rebuttable presumption of reasonableness, records committee deliberations and decisions in timely minutes, and selects, engages and supervises any consultant hired to advise and provide comparability data. The board-approved executive compensation philosophy specifies that salary ranges will be established for hospital executives, with midpoints aligned with the 50th percentile of comparable system hospital data, and having a 50 percent spread from minimum to maximum. Form 990, Part VI, Section C, line 19 The Hospital does not make its governing documents publicly available, beyond required filings of Articles of Incorporation with the Secretary of State. The Hospital does not make its Conflict of Interest Policy available upon request, but does file monthly/quarterly summary financial reports with the state health-planning agency. Form 990, Part VII: Board compensation is for Adventist Health System/West Board of Directors only - not Hospital Board of Directors. Form 990, Part IX, line 11g Physician professional fees: Program service expenses 7,465,708. Management and general expenses 26,083. Fundraising expenses 0. Total expenses 7,491,791. All other purchased services: Program service expenses 4,455,499. Management and general expenses 197,789. Fundraising expenses 0. Total expenses 4,653,288. Contract labor: Program service expenses 4,544,757. Management and general expenses 0. Fundraising expenses 0. Total expenses 4,544,757. Other medical professional fees: Program service expenses 574,949. Management and general expenses 621. Fundraising expenses 0. Total expenses 575,570. Purchased medical services: Program service expenses 398,865. Management and general expenses 0. Fundraising expenses 0. Total expenses 398,865. Consulting and other management fees: Program service expenses 81,925. Management and general expenses 157,567. Fundraising expenses 0. Total expenses 239,492. Repairs and maintenance: Program service expenses 123,285. Management and general expenses 0. Fundraising expenses 0. Total expenses 123,285. Other professional fees non-medical: Program service expenses 48,712. Management and general expenses 5,000. Fundraising expenses 0. Total expenses 53,712. Form 990, Part XI, Line 8: Prior period adjustments were a result of cash balance correction and clean up books due to prior period activities including debt service, capital expenditures, and other items. Adventist Health Clearlake Hospital Inc 15630 18th Avenue Clearlake CA 95422 680395149 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Delano 1401 Garces Highway Delano CA 93215 770258013 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Medical Center Tehachapi 1100 Magellan Drive Tehachapi CA 93561 812240617 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Adventist Health Mendocino Coast 700 River Drive Fort Bragg CA 95437 845174585 Hospital CA 501(c)(3) Line 3 Stone Point Health 0 Adventist Health Physicians Network 1 Adventist Health Way Roseville CA 95661 680357690 Medical foundation CA 501(c)(3) Line 12b, II Adventist Health SystemWest 0 Adventist Health SystemWest 1 Adventist Health Way Roseville CA 95661 953484589 Integrated health system CA 501(c)(3) Line 10 N/A 0 Adventist Health Tulare 869 North Cherry Street Tulare CA 93274 832351753 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Castle Medical Center 640 Ulukahiki Street Kailua HI 96734 990107330 Hospital HI 501(c)(3) Line 3 Adventist Health SystemWest 0 Feather River Hospital 1 Adventist Health Way Roseville CA 95661 941101228 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Glendale Adventist Medical Center 1509 Wilson Terrace Glendale CA 91206 951816017 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Hanford Community Hospital 115 Mall Drive Hanford CA 93230 940535360 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Lodi Memorial Hospital Association Inc 975 S Fairmont Avenue Lodi CA 95240 941044474 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Northwest Medical Foundation of Tillamook 1000 Third Street Tillamook OR 97141 930622075 Hospital OR 501(c)(3) Line 3 Adventist Health SystemWest 0 Paradise Valley Hospital 1 Adventist Health Way Roseville CA 95661 951816034 Discontinued Operations CA 501(c)(3) Line 1 Adventist Health SystemWest 0 Portland Adventist Medical Center 10123 SE Market Street Portland OR 97216 930429015 Hospital OR 501(c)(3) Line 3 Adventist Health SystemWest 0 Reedley Community Hospital 372 Cypress Avenue Reedley CA 93654 453220509 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Rideout Memorial Hospital 726 Fourth Street Marysville CA 95901 941387866 Acute care hospital CA 501(c)(3) Line 3 Stone Point Health 0 St Helena Hospital 10 Woodland Road St Helena CA 94574 941279779 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 San Joaquin Community Hospital 2615 Chester Avenue Bakersfield CA 93301 952294234 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Simi Valley Hospital & Health Care Services 2975 N Sycamore Drive Simi Valley CA 93065 956064971 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Sonora Community Hospital 1000 Greenley Road Sonora CA 95370 941415069 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Stone Point Health 1 Adventist Health Way Roseville CA 95661 823763347 Supporting organization CA 501(c)(3) Line 12b, II Adventist Health SystemWest 0 Ukiah Adventist Hospital 275 Hospital Drive Ukiah CA 95482 941639901 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 United Com-Serve 726 Fourth Street Marysville CA 95901 943015356 Skilled nursing/assisted living/home health CA 501(c)(3) Line 12b, II Stone Point Health 0 Walla Walla General Hospital 1 Adventist Health Way Roseville CA 95661 910617726 Hospital - closed July 2017 WA 501(c)(3) Line 3 Adventist Health SystemWest 0 Western Health Resources 1 Adventist Health Way Roseville CA 95661 953867863 Home care CA 501(c)(3) Line 10 Adventist Health SystemWest 0 White Memorial Medical Center 1720 Cesar E Chavez Avenue Los Angeles CA 90033 952282647 Hospital CA 501(c)(3) Line 3 Adventist Health SystemWest 0 Blue Legacy Ventures LLC 1010 NE 2nd Avenue Miami FL 33132 871254649 Real property rental FL N/A 0 0 Blue Zones LLC 200 Southdale Center Edina MN 55435 271603327 Education MN N/A 0 0 PAR LLC dba CherryWood Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 931262371 Senior housing OR N/A 0 0 PVHR LLC dba Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 260622555 Senior housing OR N/A 0 0 PVHR2 LLC dba Parkview Memory Care at Paradise Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 473300170 Senior housing OR N/A 0 0 WWGHR LLC dba Wheatland Village 8440 SE Sunnybrook Blvd Suite 100 Clackmas OR 97015 810591221 Senior housing OR N/A 0 0 AdHealth Limited PO Box HM 2062 Hamilton BD HM HX Pure captive insurance BD N/A C 0 Adventist Health Plan Inc 1 Adventist Health Way Roseville CA 95661 463833261 Health insurance CA N/A C 0 South Coast Medical Center 1 Adventist Health Way Roseville CA 95661 952037291 Wind down after sale of hospital CA N/A C 0 Thrive Productions Inc 200 Southdale Center Edina MN 55435 453369049 Production company MN N/A C 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 1 1 1 1 1